
European Travel Maintains Momentum in Early 2025 Despite Rising Global Uncertainty
International tourist arrivals to Europe rose 4.9% in Q1 2025 compared to the same period last year.
Value-for-money and off-peak travel trends continue to drive demand amid increasing economic pressures.
New US tariffs expected to pose challenges for transatlantic travel and global tourism performance.
European tourism maintained strong momentum into early 2025, demonstrating remarkable resilience despite a backdrop of economic uncertainty and geopolitical tensions. The latest 'European Tourism: Trends & Prospects' report for Q1 from the European Travel Commission (ETC) shows that international tourist arrivals increased by 4.9% in the first quarter of 2025 compared to the same period in 2024, with nights up 2.2%.
Following a robust 2024 — when arrivals exceeded pre-pandemic levels by 6.2% and nights by 6.4% — the sector has continued to capitalise on shifting traveller behaviours. Demand for value-for-money destinations and off-peak travel remains strong, reflecting ongoing price sensitivity among travellers. While performance so far in 2025 has been stable, the economic outlook has become more uncertain. Rising prices, persistent geopolitical tensions, and the introduction of new US tariffs are expected to influence traveller sentiment and spending habits as the year progresses.
Looking at travel expenditure, the latest estimate for 2025 suggests that travellers are expected to spend around 14% more across Europe than in 2024. With spending growth projected to outpace the increase in arrivals, this may reflect a higher average spend per visit.
Commenting on the report, ETC President Miguel Sanz said:
Europe's tourism sector continues to show extraordinary resilience, and the latest data highlights how European tourism is responding to shifting traveller priorities. We are seeing strong interest in value-for-money destinations and a growing demand for travel outside the traditional peak season. These trends reflect cost-consciousness, but also a broader desire for more balanced and authentic travel experiences. As uncertainty grows globally, Europe's ability to offer diversity, connectivity, and dependable quality puts the region in a strong position to remain a preferred destination worldwide.
Winter destinations boost early-year performance
Winter tourism hubs performed strongly in early 2025, with year-on-year increases in arrivals to destinations such as Slovakia (+14.3%) and Norway (+13.2%). Notably, Norway has also attracted some longer stays over the winter season — overnights were 15.3% above 2024 and over a third higher than in 2019.
Italy's reputation as a value-for-money ski destination may have also helped sustain momentum during the winter months, seeing a greater increase in overnights (+8%) compared to some other alpine markets, including Austria (-3.5%) and Switzerland (+4.5%).
Eastern Europe rebounds amid improved confidence and connectivity
Central and Eastern European destinations continued their recovery from the slower performance of recent years. Destination countries which have seen prolonged recovery due to their perceived proximity to the war in Ukraine, such as Poland (+16.2%), Latvia (+27.8%), and Hungary (+18.2%), have demonstrated a rebound in arrivals on Q1 2024, albeit from a more subdued level.
Romania (+11.7%) and Bulgaria (+1.4%) also benefited from their accession to the Schengen Area in January, which has begun to facilitate smoother cross-border movement and renewed visitor interest.
Mediterranean destinations thrive on off-season demand
Southern Europe remained a major draw in Q1, as demand for warmer winter temperatures from some Northern and Western European source markets supported travel activity across the Mediterranean and Southern Europe. Spain welcomed over 10 million foreign arrivals in just two months — up nearly 2 million compared to 2019. Other Mediterranean destinations saw strong year-on-year growth in arrivals, including Cyprus (+15.4%) and Malta (+12.6%), albeit on a small base. This trend has been supported by rising interest in travel outside peak summer months and increased air capacity for Malta.
This might reflect the trend of 'cool-cations', as travellers increasingly seek to avoid the warmest months. At the same time, it highlights how destinations successfully diversify their tourism offerings to strengthen the industry during off-peak periods.
Value for money a key consideration
As costs for tourism-related services remain well above pre-pandemic levels, travellers are placing greater emphasis on affordability. Most categories have recorded notable year-on-year price increases since the same period in 2024. In particular, domestic and international package holidays have seen the steepest rises, up 12% and 10% respectively compared to last year. This potentially supports shorter stays, alongside greater demand for more affordable destinations.
With value-for-money considerations shaping destination choices, some countries like Romania have benefited, with an increase in arrivals. Meanwhile, destinations perceived as more expensive, including Iceland (-5.7%) and Monaco (0.8%) have stagnated or declined compared to the same period in 2024.
Uncertain transatlantic outlook as new US tariffs may cloud demand
Newly announced US trade tariffs have added heightened uncertainty to transatlantic travel, with Europe bracing for a potential dip in American visitors this year. Although Europe remains a leading long-haul destination, fluctuations in the Euro/US Dollar exchange rate and rising travel costs may soften US demand. This decline matters as the US accounted for 9% of global travel pre-pandemic, and last year, Americans made up over a third of Europe's long-haul arrivals.
Despite these headwinds, US travel to Europe continues to perform well in early 2025, with over 80% of reporting destinations recording year-on-year growth in Q1.
Some offsetting effects may also emerge, including a shift away from travel to the US — particularly from China — and an increase in short-haul travel within Europe, as more travellers choose to stay within the region amid economic and geopolitical uncertainty.
Download full report here
About European Travel Commission
Established in 1948, the European Travel Commission is a unique association in the travel sector, representing the National Tourism Organisations of the countries of Europe. Its mission is to strengthen the sustainable development of Europe as a tourist destination. In the last several decades, ETC has positioned itself at the forefront of the European tourism scene, establishing its expertise and building up partnerships in areas of tourism, based on promotion, market intelligence and best practice sharing.
Amelia Conwell
Penta Group
+32 (0)492 46 39 03
European Travel Commission (ETC)
View source
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Hospitality Net
8 hours ago
- Hospitality Net
Hospitality Meets Real Estate: The Future of Working
In 2005, as part of the founding team of citizenM, I watched the concept of social lobbies come alive. Communal spaces where people felt connected, serviced, and productive. It was the first time I saw hospitality's transformative power to embed itself into the fabric of the local neighbourhood. Fifteen years later, I co-founded Denizen with a team of hotel operators and technologists to build the hotel lobby without the rooms. Ground-floor spaces that served daily productivity and happiness to building residents and local neighbors. We learned that the essence of hospitality: warmth, flexibility, and intentional design, could bring to life under-utilized spaces. Now, in partnership with Aroundtown SA, one of Europe's largest real-estate companies, the Denizen team has launched ATworld: a platform that empowers members to tap into a network of hotels, coworking spaces, and gastronomy venues through one seamless membership, harnessing true network effects much like Urban Sports Club or ClassPass. One login; dozens of unique spaces, services, and experiences; the right environment for any task. Rethinking Office Real Estate Despite the rise of flex-space operators, office real estate remains a siloed, lease-defined product. However the core lesson from hospitality is that every square metre of a building can be sold as a 'consumable product'. Priced dynamically, distributed through direct and indirect channels, and consumed in hours or even minutes. The perishable-inventory ethos that drives a hotel revenue manager's strategy, adjusting pricing based on occupancy, segment, length of stay, and booking channel can be applied equally to workstations, focus rooms, and collaboration spaces. Hotel brands such as citizenM, Motel One, Penta and The Social Hub have already proven the concept at micro-scale by activating their ground floors as social lobbies. These 'social living rooms' blend café service, casual seating and ad-hoc workstations—monetizing their ground floors through day-pass usage and community events. But each brand has done this in isolation, behind its own app or loyalty program, leaving users to juggle multiple memberships and experiences. A network-driven model therefore multiplies value: as more venues join, the platform's value multiplies rapidly, facilitating connectivity and just in time productivity throughout a wide range of urban locations. Looking ahead to the next decade, I believe three forms of operator are primed to shape this new, hospitality-infused office ecosystem: Landlords as Platform-Builders Traditional office landlords will evolve from passive space-renters to active platform-builders. Rather than leaving lobbies idle after 9 a.m., they'll retrofit reception areas, corridors and meeting rooms with IoT sensors, modular furniture, and open APIs. Each seat, booth, or table becomes a live 'node' in the network, broadcasting real-time data on occupancy and environmental conditions (light, sound, climate), as well as service readiness. Imagine walking into a lobby and seeing 'Quiet Focus Booth—Available' or 'Collaboration Lounge: Two Seats Open' on your corporate booking portal, complete with filtered lighting levels and coffee-machine status. This shift requires CapEx for sensor rollouts and furniture pilots, but it unlocks new revenue streams—charging premium rates for high-value slots and offering off-peak discounts to drive consistent utilization throughout the building. Brandlords Operating End-to-End Some real-estate owners will take the next step to become brandlords, running their own hospitality-grade office venues. A good example is Derwent White Collar Factory on Old Street in London, which issues 'Factory Pass' credits earned via event attendance or meeting-room reservations. Members redeem credits for hot-desks, private booths, or wellness pods, each backed by an in-house concierge who manages coffee orders, tech support, and networking events. A dedicated data-analytics team tracks footfall, satisfaction scores, and ancillary spend, feeding insights back into pricing algorithms and future amenity planning. Brandlords own the guest relationship, capturing every touchpoint from initial booking to post-visit feedback, and use that loyalty data to fine-tune service bundles and forecast off-peak demand. Hospitality Operators Running Entire Office Buildings Hotel groups are uniquely positioned to operate whole office buildings with the same service ethos they apply to hotels. Imagine Accor managing an office tower under its MGallery brand, complete with branded reception, housekeeping-level cleaning, on-demand F&B, and loyalty-driven workspace credits. Or Marriott transforming a downtown high-rise into a JW Offices property, where Bonvoy members redeem points for private meeting rooms and team workspaces. These operators already have the playbook for staffing, brand standards, and guest engagement; extending it to full-scale office operations lets landlords tap proven distribution channels, loyalty programs, and perishable-inventory expertise, while delivering a consistent, hospitality-grade experience throughout the building. The real transformation will happen when landlords, brandlords and hospitality operators plug their spaces and services into a single, cloud-based 'office network OS,' seamlessly coordinating availability, personalization and on-site fulfillment across the entire ecosystem. This model relies on three key technology pillars: Holistic Connectivity: IoT sensors, smart locks, environmental monitors, and API endpoints turn every desk, booth, and suite into a live data stream. Static floor plans give way to dynamic 'service canvases,' where availability is updated in real time and users can filter by noise level, natural light, or proximity to amenities. Intent-Driven Matching: When a user logs in, they declare their activity intent: 'deep focus,' 'team brainstorm,' or 'client pitch.' The platform merges this with loyalty profiles (e.g., Bonvoy tier, citizenM+ membership), corporate entitlements, and environmental data to instantly recommend the ideal venue and service bundle. Behind the scenes, AI-driven algorithms predict demand surges (such as a product launch in Berlin or a trade show in Paris) and preemptively adjust pricing, seating layouts, and staffing rosters. Federated Orchestration: A rules engine balances corporate budgets, loyalty tiers, dynamic pricing rules, SLAs, and personal preferences to orchestrate bookings across landlords, brandlords, and operators. By adhering to open federation standards for availability, booking confirmation, personalization parameters, and service fulfillment, each host can plug into the network with minimal proprietary integration. This interoperability unleashes the network effect: as more venues join, the value to each member grows, fueling continuous discovery and usage. Early signs of this federated future are already emerging. CitizenM, Motel One, Penta Hotels, and The Social Hub have all opened their social lobbies for day-use, proving the core concept. ATworld has built on that foundation, first activating Aroundtown's own hotels and offices across Europe, then bringing in external hotel, coworking and gastronomy partners. Now members can browse hundreds of distinct venues, each with its own style and service, through a single app. In Berlin, for example, you might start your morning in a Moxy lobby, switch to a nearby café workspace for the afternoon, and end the day at an event in a Mindspace, all on the same membership. ATworld Mindspace Shoreditch, London — Photo by ATworld Data-Driven Self-Optimization At the heart of this network is a centralized data lake capturing every IoT ping, booking event, and Net Promoter Score. Machine-learning models trained on this dataset will: Forecast Demand : Anticipate surges around regional events or product launches, prompting pre-emptive capacity shifts per location or via pop-ups. Anticipate surges around regional events or product launches, prompting pre-emptive capacity shifts per location or via pop-ups. Detect Service Anomalies : Spot patterns like Wi-Fi slowdowns or AV glitches, triggering automated retraining sessions or equipment audits. Spot patterns like Wi-Fi slowdowns or AV glitches, triggering automated retraining sessions or equipment audits. Optimize Pricing & Staffing: Dynamically adjust rates, headcounts and space configurations in real time, just like hotel and airline revenue-management systems. Coexistence & Competition The future landscape will feature landlord-led platforms, brandlord ecosystems and hospitality-operated venues coexisting, similar to hotels, serviced apartments and coworking today. The ultimate winners will: Embrace open architectures and federation standards Master intent-driven matching and AI-powered predictions Deliver hospitality-grade consistency at scale Because, at its core, work isn't about signing multi-year leases or locking into 9-to-5 schedules; it's about delivering the right space, service, and experience at the right time (sounds familiar?). Hospitality professionals already know how to greet warmly, guide intuitively, and delight unexpectedly. Now is the moment to codify those instincts into micro-services, APIs, and machine-learning models, scaling the essence of hospitality into every office building. The learning phase: citizenM's social lobbies, Denizen's Houses, Derwent's Factory Pass, and ATworld's initial network, is nearly over. The next chapter is scaling: weaving every lobby, foyer, studio, and boardroom into one seamless, service-driven office ecosystem. Whoever masters that platform will redefine not the future of work, but the future of working.

Hospitality Net
17 hours ago
- Hospitality Net
EHL Innovation Rewind: Diane Binder on Redefining Sustainability, Regeneration, and the True Meaning of Luxury
During the EHL Open Innovation Summit, we sat down with Diane Binder to talk about the role of virtual reality, regeneration, and what real luxury means today. As Founder and CEO of Regenopolis and Co-founder of 700'000 heures Impact, Diane brings a unique lens that bridges sustainable development, hospitality, and systemic change. In our conversation, she shared why we need to move beyond metrics, how hospitality can become part of local ecosystems, and why the next era of travel will be defined by meaning, not just experience. Which technology or innovation do you believe will most reshape the industry over the next 5 to 10 years? Most people would probably say artificial intelligence, and rightly so, because it is impacting many industries. But I have a slightly different answer. I believe virtual reality will play a major role. Think about it. Why stand in line for hours to visit the pyramids in Egypt, surrounded by crowds, when you could sit on your sofa and experience the full journey through virtual reality? But if you want real, authentic connections with people, you will still travel. This shift will push tourism toward more meaningful experiences. It will become about connecting with yourself, with nature, and with others. Virtual reality could also help protect destinations that have suffered from overtourism. Currently, international tourists travel on less than five percent of the planet. Virtual reality has the potential to spread interest toward remote areas that are rich in culture, nature, and beauty beyond the typical must-see lists. How would you define real sustainability? That is a very relevant question, especially for hospitality, but it also applies across sectors. We often treat sustainability as a checkbox, something to help with pricing or certifications. The issue is that people struggle to relate to it. Sustainability was built on metrics and KPIs, which helped us create standards and shared goals, like the Sustainable Development Goals. But today, this is no longer enough. All our systems are unraveling at the same time. Climate, biodiversity, human and economic systems are in crisis. What we need now is not just sustainability, but regeneration. Regeneration is about shifting mindsets. We cannot create new outcomes with the same thinking. It requires a new way of relating to nature and to others. It means recognizing that human beings are part of living systems. Hospitality professionals are visitors to a place. Their responsibility goes beyond sustainable behaviors. It is about understanding the essence of a place, unlocking opportunities for local people, and being of service to a broader purpose. Do you think there is a semantic issue with the word sustainability, and that what we really need is to change the status quo? Yes. Sustainability often implies preserving the current state of things. But we cannot afford to preserve the status quo anymore. Regeneration is about changing the status quo, and doing it from a different place. From a mindset rooted in self-actualization. The same values and belief systems will always lead to the same results. What we need is a mindset shift. Let me give you a concrete example from hospitality. A hotel might hire staff from the local community, source food locally, and buy products from nearby suppliers. That is good. But what if the hotel saw itself as one actor among many in the local ecosystem? Alongside local governments, NGOs, community leaders, and others. Together, this network could bring about meaningful change. It is not about using or even giving back to the environment. It is about belonging to it. That is when you start creating something that is deeply respectful and transformative for everyone involved, including the traveler. Do you think we need to redefine what luxury is? Absolutely. Luxury, for me, is about access. It is about reaching places that are off the beaten path. It is about the authenticity of the relationships you build and the way you connect with a place. Real luxury is about how a journey transforms you. It starts before you travel, and it stays with you after you return. It might even influence your future behavior. Luxury is the opportunity to reconnect with yourself. It is not about abundance. It is not about being demanding or saying, I paid for this so I deserve that. It is about becoming a better person. For yourself, and for the planet you live on. About the EHL Open Innovation Summit 2025 This interview was recorded during the EHL Open Innovation Summit in Lausanne, where Hospitality Net joined as official media partner. The event brought together a global mix of thinkers and doers to explore the future of hospitality, food, and travel through open innovation. What made it special was the mix of ideas, formats, and people. It was not only about tech or talks. It was also about people showing up, working together, and sharing energy in real time. Key Figures 385 participants 48 speakers and contributors from more than 20 countries 7 innovation challenges collectively addressed 45 sessions 25 student volunteers 15 F&B startups letting us taste the future 1.5 days of connection, learning, and co-creation Key Insights from the Summit

Hospitality Net
17 hours ago
- Hospitality Net
EHL Innovation Rewind: Rainer Stampfer on AI, Personalization, and the Human Touch at Four Seasons
During the EHL Open Innovation Summit in Lausanne, we sat down with Rainer Stampfer, President of Global Operations, Hotels and Resorts at Four Seasons Hotels and Resorts. Our conversation explored the growing role of artificial intelligence in luxury hospitality, the evolving expectations around personalization, and why the human element continues to be the ultimate marker of excellence in high-end service. Which technology or innovation do you think will have the biggest impact over the next 5 to 10 years? There is a lot of conversation about artificial intelligence, and for good reason. We are still in early stages, but the potential to enable our team members is enormous. Our industry has not always been tech forward. For many years, funding and business models have limited innovation. But I believe we are at a turning point. We are finally in a place where we can move faster. The integration of AI is helping us break down silos and bring systems together. Today, our systems are still fairly fragmented, which makes it difficult for teams to use technology effectively. The opportunity now is to converge those systems in a way that enables our people to serve customers better. That is the real transformation. In luxury, there is a lot of talk about hyper-personalization. Do you think it will be seen as a true differentiator or just status quo? And is there a line that should not be crossed? There is always a line not to cross. But first, let me say that in luxury hospitality, we have always talked about personalization. I would argue the industry has not done a particularly good job at it. Historically, personalization has depended on individual team members. We have given them a framework, some support, but really it has been up to them. If you have the right people, it works. But structurally and systematically, we have not enabled it well. Technology now allows us to do that better. How we apply and execute it will make the difference. Will it be a success? Will it feel like too much? That depends on execution. Personalization still requires human judgment. It has to be contextual. It cannot be scripted. It has to show that we care. In a world of increasingly artificial experiences, do you think the human element will become the ultimate luxury? Yes, absolutely. In luxury hospitality, it all comes back to human connection. Socialization, real interaction, that is the essence. I do not know if luxury is the perfect word, but it is certainly how we label it. If you look at other segments, transactional or lower service tiers, the customer might not expect or even want a human interaction. But in luxury, human engagement will always be the key differentiator. It is what defines how well we deliver. And it justifies the value. So yes, humans are still the common denominator of hospitality at the top end. You are part of a globally recognized brand with deep legacy. How do you stay agile in this fast-moving world of tech? I would actually not call Four Seasons a Goliath. We are proud of the brand and its strength, but we are still a small company. We operate 133 hotels, 56 private residences, and we are building a yacht. The brand is strong and trusted, 64 years old, but we are a focused organization. We know one another. We have strong tenure across the team. And our concentration is laser sharp. Everyone talks about the same themes in hospitality today, but the difference is in how well you deliver. Focus and enablement make that possible. We serve a specific customer with consistent expectations, and we deliver that across 50 countries. In a sea of sameness, that clarity plays in our favor. About the EHL Open Innovation Summit 2025 This interview was recorded during the EHL Open Innovation Summit in Lausanne, where Hospitality Net joined as official media partner. The event brought together a global mix of thinkers and doers to explore the future of hospitality, food, and travel through open innovation. What made it special was the mix of ideas, formats, and people. It was not only about tech or talks. It was also about people showing up, working together, and sharing energy in real time. Key Figures 385 participants 48 speakers and contributors from more than 20 countries 7 innovation challenges collectively addressed 45 sessions 25 student volunteers 15 F&B startups letting us taste the future 1.5 days of connection, learning, and co-creation Key Insights from the Summit